2. Leadership Course at PAF-KIET One of the project assigned to students of this course was to give an oral presentation on a research publication on leadership from HBR. This presentation includes some of these presentations. Good effort of students is appreciated.
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5. Managers and Leaders Are They Different? By: Abraham Zaleznik Presented by: Maria Safdar
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33. BORIS GROYSBERG Assistant Professor of Business Administration Harvard business school NITIN NOHRIA is the Richard P. Chapman Professor of Business Administration at Harvard Business School. BIOGRAPHY OF ARTICLE AUTHORS
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39. Overview of the new CEO’S performance in a new org HIRING COMPANY CEO’S NAME Return of company after hiring new CEO GE Own Company Jeffrey immelt $ 1.1billion profit 3M James Mcnerney $6.5 billion profit Home depot Robert Nardelli $ 10 billion profit PRIMEDIA Tom Rogers -30.2% Intuit Steve Bennett 60.9% Stanley Works John Trani -10%
40. Portability of human capital NO SKILLS TYPE SKILLS PORTABILITY 1 General management human capital The skills to gather, cultivate, and deploy financial, technical, and human resources The most portable 2 Strategic human capital Individuals’ expertise in cost cutting, growth, or cyclical markets; Highly Portable 3 Industry human capital Technical and regulatory knowledge unique to an industry Portable 4 Relationship human capital The extent to which a manager's effectiveness can be attributed to his or her experience working with colleagues or as part of a team Less Portable 5 Company specific human capital The knowledge about routines and procedures, corporate culture and informal structures, and systems and processes that are unique to a company Least Portable
55. When James McNerney left GE for 3M, he took advantage of a high cultural match between the two companies to institute certain GE practices that were new to 3M- including growth through acquisition, rigorous cost control, a leadership development institute, and a performance-based pay structure. A great degree of similarity exists between the systems and culture of the new executives former setting and those of your company Company specific : knowledge of idiosyncratic processes and management systems Intuit’s Bennett brought several former GE colleagues to his new employer. If he had been unable to fill positions with highly capable people known to him, retirement of long time and stock-wealthy departing intuit employees could have proved operationally divesting You can bring one or more of the new executive’s former teammates on board as well Relationship: Productivity deriving from participation in teams As vice president of IBM’s Microelectronics semiconductor Products ‘Christine kind established the division as a dominant manufacturer of applicatio0n specific integrated circuits. When AMI semiconductor lured her away in 2001; the company specifically cited her outstanding relationship with customers as tremendous assets for AMIS. Your company need strategic relationships with other industry players or familiarity with industry customers Industry: technical and regulatory knowledge unique to an industry Entrepreneurial, laid-back software maker intuit wanted to improve margins and top-line growth. It hired Steven Bennett, who had launched new business at GE Bennett refocused intuit on creating new products scoring double digit revenue growth in his first year. Your company’s strategic needs match the new executive’s skills Strategic: expertise in cost cutting growth, or cyclical markets Example Transferable when Skill type
56. THE FIVE MESSAGES, LEADERS MUST MANAGE (By: John Hamm) Presented by: Burhan Minhaj Reg.No # 2042
80. FOOD FOR THOUGHT MESSAGE CONVENTIONAL MENTAL MODEL TRY THIS Organizational structure and hierarchy Make the org chart a proxy for politics Optimize human resources Financial results Penalize misses, Blame someone Perform a diagnostic to determine the root cause of any shortfalls The leader’s sense of his or her job The boss has answers Everyone has answers – ask questions. Time management Time is scarce so scramble against constraints Time is fixed, so choose wisely within constraints Corporate culture Hand the responsibility to HR Create an environment in which everyone can help the team win.